Reimagining Frontline Leadership in the Age of AI

“Automate simple issues so that agents can focus on complex ones.”

Not an empty cliché, this mantra has become a resonant call-to-action for operational customer contact leaders. And thanks to their enthusiastic investment into AI, only 23% believe the typical agent will still be handling simple interactions in 2030.

As they pursue this new approach to contact center workflow, wise leaders will nonetheless “be careful what they wish for.” Shifting employees to higher-value work may be appealing in theory, but many contact centers lack the framework for making it achievable in practice.

To ensure success, it will be imperative to rethink contact center technology, training, compensation, and culture. One especially important focus will be the supervisor experience. If frontline managers are not ready to empower next-generation agents, next-generation agents, contact centers will never develop the culture, vision, and buy-in needed to transition from serving customers to actively connecting with them.

Driven by real-world insights and exclusive research, this Special Report uncovers a framework for success. Topics include:

• Startling truth about the “competency gap” that is preventing agents from excelling at high-value work
• Cultural factors that are jeopardizing the ability to elevate contact center performance
• Four ways the role of the contact center supervisor will change in the coming years
• Key opportunities for using technology and strategy to elevate the supervisor experience – and, in turn, agent performance
• Case study highlighting Samsung’s real-world success